Marketing to Canadians of South Asian and Chinese Origin – An Update

One of my first blogs eight years ago was Marketing to Canadians of South Asian and Chinese Origin… a hot trend. I have had many requests to update the blog. So here goes.

Chinese and South Asian Canadians are an increasingly important audience in the market, with populations expected to grow by 80% and 130%, respectively, over the next 15 years.

AsiansonMobile-e1415738466236

But according to IPG Mediabrands, marketers have very little resources on the audience’s attitudes towards brands as well as their media consumption habits.

Closing that knowledge gap is the aim of the IPG Mediabrands Multicultural Media Study 2016. The study included 1,250 Chinese and South Asian respondents living in the Toronto and Vancouver area, and were surveyed last July.

According to the results, Chinese and South Asian Canadians have a different relationship with brands than the general Canadian population, believing more strongly that ads help them stay up-to-date with new products. Both groups were also more likely to buy based on quality rather than price and also considered themselves to be very brand loyal in higher numbers than the general Canadian population.

Chinese Canadians were more likely to report feeling closer to brands that use ethnic languages and pay more attention to those ads than South Asians.

Both Chinese and South Asian Canadians are more connected consumers than the general Canadian population, with higher rates of device ownership and time spent online.

The IPG Mediabrands report looks at the attitudes and media habits of two growing audiences, South Asians and Chinese Canadians. The study, which also sourced data from Statistics Canada and Vividata, was first conducted in 2012 to better understand these significant audiences. Stats Canada forecasts that by 2031, the Chinese population will increase by 80% and the South Asian population will increase by 131%.

The study found that 64% of Chinese and 69% of South Asian Canadians believe that ads help them keep up-to-date with new products, compared to 44% of the general population.

In addition, 61% of Chinese and 64% of South Asians tend to buy on quality, not price, compared to 54% of the general population. What’s more, 52% of Chinese and 58% of South Asian consumers consider themselves to be very brand loyal, compared to only 44% of the general population.

There is a significant reliance on advertising amongst these two particular groups, and that’s very likely to turn into a loyal consumer.

51% of Chinese respondents tend to stick to brands that they’re familiar with from their home country, and 46% pay more attention to advertising that’s in their own ethnic language.

“There are, of course, going to be new brands that they don’t recognize when they come over to Canada and that does present challenges for many advertisers. According to the study “One way to get over that is the fact that the Chinese population is more likely to pay attention to advertising in a Chinese language.

While they stick to brands they’re familiar with, that’s just a starting point, “The shorter amount of time that Chinese group has been in Canada, the more likely they are likely to stick to familiar brands. But the longer they spend in the country, the less likely they are.”

South Asians are more likely to be early adopters than Chinese Canadians. In the survey, 58% of South Asians said they are first among friends to try new products, compared to 43% of Chinese consumers. In addition, 59% of South Asians agreed that people expect them to provide good advice about products and services, compared to 51% of Chinese; and 53% of South Asians said they’re more of a spender than a saver, compared to 37% of Chinese consumers.

The study also looked at Chinese and South Asians’ media habits and their different communications preferences.

Chinese consumers are more likely to feel closer to organizations that advertise in their own ethnic language (45%) than South Asians (39%). In addition, 45% of Chinese consumers agreed they have a “strong affiliation” with brands that advertise in their own ethnic language, compared to 36% of South Asians; and 38% of Chinese consumers think ads in their home language are more meaningful to them, compared to 34% of South Asians.

Screen-Shot-2016-03-08-at-9.07.31-AM-e1457446091911

“Chinese Canadians are much more dependent on in-language advertising compared to South Asians, and that’s very heavily tied to the prevalence of the English language in South Asian countries.

The study also found that Chinese and South Asians are very digitally savvy groups compared to the general population. The average number of internet-connected devices owned by the general population is 2.4, compared to 3.6 for Chinese consumers and 3.2 for South Asians.

Citing Vividata figures, the study notes that Chinese consumers spend 24 hours a week online and South Asians spend 19 hours a week online, compared to 17 hours for the general population.

For Chinese consumers, time spent on digital media is about the same in a Chinese language as in English. For example, they spend 12.6 hours a week on Chinese social media sites and 12.8 hours on social media in English. But more time is spent with Chinese online magazines (7.1 hours) and newspapers (7.1 hours) than in English (6.2 hours for each).

Another study by Environics Analytics states that South Asians passed the Chinese as the largest visible minority in Canada almost 10 years ago and over the next five years their population is projected to grow 19% to reach 2.5 million people.

img-couple1

What is less appreciated, analysts will tell you, is that this group – which currently makes up almost 5% of the Canadian population – is becoming “a marketer’s dream,” says Rupen Seoni, vice-president and practice leader at Environics. “They are one of the fastest-growing, more affluent, educated and media-savvy groups.”

Some marketers still know very little about this vibrant consumer group, tending to lump them with other Asians or simply ignoring them altogether but that would be a $46-billion mistake, for that’s the total estimated spending power of Canada’s South Asians.”

For info on the Social Asian market see South Asian Market You can find more info on ethnic marketing here. Also check out http://media-corps.com/south-asian-and-chinese-canadians/

 

WORKSHOPS 2017

logo-cepsm

Marketing 101 (for Marketers and Non-Marketers)

March 29, 2017

343 Preston Street, Ottawa, ON,

This workshop will provide participants with an overview of public sector and non-profit marketing. The workshop will teach participants how to develop a marketing  strategy and plan as well as how to transform a government/nonprofit organizations from using the traditional communications approach to an integrated, strategic marketing approach.

The workshop will focus on:

  • An overview of marketing;
  • Systematic processes and strategic elements for developing and implementing an action-oriented strategic marketing plan;
  • How to set realistic, practical marketing objectives and goals;
  • How to evaluate marketing efforts with practical ideas on how to improve execution;
  • How to develop a client-based mindset in a public sector or non-profit organization;
  • How to use market research to support a decision-making framework;
  • How to develop a system for measuring progress and monitoring performance.

REGISTER NOW

 

Intro to Social Marketing Planning for Attitude and Behaviour Change

March 9, 2017

343 Preston Street, Ottawa, ON,

Awareness.  Are you getting tired of hearing that word? If you want to move your marketing and communications efforts beyond merely public education and awareness campaigns and into the realm of action-oriented attitude and behaviour change then this workshop is for you

The workshop will focus on:

  • How to use a step-by-step structured approach to prepare a social marketing plan that is actionable, has maximum impact, and leads to successful implementation;
  • How to present and “sell” your social marketing strategy to management;
  • How to implement a social marketing program on a very tight budget;
  • How to monitor and evaluate your inputs/outputs, outcomes and impacts;
  • How social marketing gives you a single approach: for mobilizing communities; influencing the media; activating key stakeholders; and building strategic alliances with business.

REGISTER NOW

 

Share

What Marketers Need to Know About Generation Z

Many readers of my blog are developing marketing initiatives aimed at youth, especially adolescents. If you thought that understanding and marketing to millennials was a big challenge, wait until you have to market to Generation Z

generation Z 1

Over the past few years, marketers across all industries and categories have been obsessed with millennials — how to reach them and build meaningful connections with their brands. This captivating generation has a unique sense of self and a nontraditional approach to life stages, which has made marketing to them a challenge.

But perhaps even more challenging is the next generation on the rise — Gen Z. If marketers thought they threw out the playbook with millennials, they need to know that Gen Zers aren’t even playing on the same field. They are in a very different world. I have done a fair bit of research on this group and have read quite a few studies and articles. So here is the latest information on Gen Zers.

Gen Z consumers range from ages 2 to 19, though the target range for marketers lies from ages 11 to 16. Gen Z is the most diverse and multicultural of any generation. For example, in the U.S. — 55% are Caucasian, 24% are Hispanic, 14% are African-American and 4% are Asian. Canada with its very multicultural society has similar situation albeit with some different demographics.

Here is some information  from a terrific article in  Advertising Age. There are a few key beliefs native to Gen Z that marketers must understand. First, Gen Zers are the least likely to believe there is such a thing as the “American Dream.” They look for products and messaging that reflect a reality rather than a perfect life. Gen Zers simply don’t respond to traditional notions of beauty or a projected image of perfection like past generations have. They respond to independence and entrepreneurialism, self-direction and a spirit of ingenuity.

Millennials are the generation of customer service — such as the creation of the Apple Genius Bar — to solve problems at any moment. They design their own, unconventional paths, yet they anticipate consistent success (and hand-holding) along the way. Gen Z is a generation of highly-educated, technologically-savvy, innovative thinkers. They look for solutions on their own. They set out to make things on their own.

hp group shot

Marketers must create products/services and marketing that empower this group to be their best selves. They must also create places — locations, websites, online communities — where Gen Zers feel welcome walking in and logging in, and feel just as wonderful walking out and checking out. Organizations  that offer programs and services and an experience that help Gen Zers define and express their individuality and lifestyle will succeed with this group.

Millennials grew up with computers in their homes. But Gen Z is the first generation born into a digital world. They don’t know a world without PCs, mobile phones, gaming devices and MP3 players.

They live online, sharing details of their lives across dozens of platforms and dictating what they like and dislike with a tweet, post or status. And Gen Zers expects to virtually engage with their favorite products in doing so. So products can’t simply “embrace technology” as millennials have. They must act digitally native, too, creating a seamless and strong overarching brand experience across digital and mobile. To reach Gen Zers, it is paramount to reach them through two-way conversations, which are initiated online. An authentic digital and social presence as well as a slew of complimentary digital experiences in which Gen Z fans can engage with and share their brand allegiance is perhaps the best currency a marketer could generate.

Generation Z is open-minded and adaptable, not a group known for fixed opinions or inflexibility. Organizations that build careful marketing strategies that connect with the values of the younger set and offer a better digital experience online will be successful among this new, young, powerful generation.

Here is some important marketing intelligence on Gen Zers from CMO.com.  Gen Zers are entrepreneurial and resourceful, courtesy of growing up during a recession. Marketers will need to take all of this into account when shaping their strategies for this group. Note these are US stats but are applicable to the Canadian market.

  1. Consumers 19 and younger prefer social networks like Snapchat, Secret, and Whisper, and a quarter of 13- to 17-year-olds have left Facebook this year.
  2. Gen Z are adept researchers. They know how to self-educate and find information. 33% watch lessons online, 20% read textbooks on tablets, and 32% work with classmates online.
  3. Whereas Millennials use three screens on average, Gen Zers use five: a smartphone, TV, laptop, desktop, and iPod/iPad.
  4. The average Gen Zer has the attention span of about eight seconds. They have grown up at a time when they’re being served media and messaging from all angles, and have adapted to quickly sorting through and assessing enormous amounts of information.
  5. Gen Z shares the entrepreneurial spirit of Millennial innovators: About 72% of current high-schoolers want to own their own businesses, and 76% hope they can turn their hobbies into full-time jobs.
  6. Gen Zers are do-gooders; they want to make a difference in the world. 60% want their jobs to impact the world, 26% of 16- to 19-year-olds currently volunteer, and 76% are concerned about humanity’s impact on the planet.
  7. 58 % of Gen Zs are either somewhat or very worried about the future.
  8. 79% of Generation Z consumers display symptoms of emotional distress when kept away from their personal electronic devices.
  9. 55% of those 18 years of age and younger would rather buy clothes online, and 53% would rather buy books and electronics online.
  10. 42% of Gen Zers follow their parents influence, compared to just 36% of Millennials.
  11. Generation Z consumers spend 7.6 hours per day on average socializing with friends and family.

The Hamilton Spectator  had an excellent article on Gen Zers with some very interesting information . With the oldest members of this cohort barely out of high school, these tweens and teens of today are primed to become the dominant youth influencers of tomorrow. Flush with billions in spending power, they promise untold riches to marketers who can find the master key to their psyche. Lucie Greene, the worldwide director of the Innovation Group at J. Walter Thompson, calls them “millennials on steroids.”

While it is easy to mock the efforts of marketers to shoehorn tens of millions of adolescents into a generational archetype, à la the baby boomers, it is also clear that a 14-year-old now really does inhabit a substantially different world than one of 2005.

Millennials, after all, were raised during the boom times and relative peace of the 1990s, only to see their sunny world dashed by the Sept. 11 attacks and two economic crashes, in 2000 and 2008. Theirs is a story of innocence lost. Generation Z, by contrast, has had its eyes open from the beginning, coming along in the aftermath of those cataclysms in the era of the war on terror and the Great Recession, Greene said.

No question Millennials were digital; their teenage years were defined by iPods and MySpace. But Generation Z is the first generation to be raised in the era of smartphones. Many do not remember a time before social media. They are the first true digital natives, they can almost simultaneously create a document, edit it, post a photo on Instagram and talk on the phone, all from the user-friendly interface of their iPhone.” “Generation Z takes in information instantaneously, and loses interest just as fast.” “We tell our advertising partners that if they don’t communicate in five words and a big picture, they will not reach this generation,” said Dan Schnabel, the managing partner of Millennial Branding, a New York consultancy.

So far, they sound pretty much like millennials. But those who study youth trends are starting to discern big differences in how the two generations view their online personas, starting with privacy.

Generation Z tends to be the product of Generation X, a relatively small, jaded generation that came of age in the post-Watergate, post-Vietnam funk of the 1970s, when horizons seemed limited. Those former latchkey kids, who grew up on Nirvana records and slasher movies, have tried to give their children the safe, secure childhood that they never had, said Neil Howe, an economist and the coauthor of more than a dozen books about U.S. generations.

Generation Z 3

Finally, a very informative article comes from Canada’s Macleans Magazine . Much of the current chatter surrounding Gen Z has been generated by the 56-slide presentation “Meet Generation Z: Forget everything you learned about Millennials,” produced by New York City advertising agency Sparks & Honey. It found that 60 % of Gen Zers want jobs that had a social impact, compared with 31 % of Gen Ys. It deemed them “entrepreneurial” (72 % want to start their own businesses), community-oriented (26 % already volunteer) and prudent (56 % said they were savers, not spenders). Gen Z is also seen to be more tolerant than Gen Y of racial, sexual and generational diversity, and less likely to subscribe to traditional gender roles.

Other studies paint them as the new conservatives. A Centers for Disease Control survey of 13,000 high school students released in June reported that teens smoke, drink and fight far less than previous generations (though they’re more likely to text while driving). “Overall, young people have healthier behaviours than they did 20 years ago,” reported study coordinator Dr. Stephanie Zaza, who noted that use of drugs and weapons and risky sex have declined since the study began in 1991.

The influential author and consultant Don Tapscott is a Gen Z optimist. His 2008 book, Grown Up Digital, features a study of 11,000 kids who were asked whether they’d rather be smarter or better looking: 69 % chose “smarter.” So is social researcher Mark McCrindle, of Sydney-based McCrindle Research, who has been looking at Gen Z for seven years. “They are the most connected, educated and sophisticated generation in history,” he says. “They don’t just represent the future; they are creating it.”

Their defining characteristic, so far, is that they’re a new species— “screenagers,” the first tribe of “digital natives.” The result could well be the most profound generation gap ever: a digital divide between parents who see the Internet as disrupting society as we know it (and making them feel obsolete) and their kids, who are not only at home with the technology— “it’s like air to them,” Tapscott says—but are already driving many of the shifts happening in how we communicate, the way we access information and the culture we consume.

Gen Z are bellwethers, says McCrindle: “Where Gen Z goes, our world goes.” What that portends is seismic social disruption and the commensurate anxiety. “This is the first time in history kids know more than adults about something really important to society—maybe the most important thing,” says Tapscott. “[It’s] a formula for fear.” Despite this tension—or perhaps because of it—expectations for a generation have never been higher. Forbes has dubbed Gen Z “Rebels with a cause.” The Financial Times posed the question: “Generation Z, the world’s saviours?” Tapscott says Gen Z doesn’t have a choice: “My generation is leaving them with a mess. These kids are going to have to save the world literally.”

Gen Z is “a global experiment,” says McCrindle. “A magazine is an iPad that doesn’t work.” One experiment showed a little girl sliding her finger in frustration over a glossy fashion magazine as if it’s an iPad.

Sparks & Honey reports that reliance on mobile devices has led to kids having poor spatial skills and trouble navigating streets without GPS; hours spent in front of screens puts them at increased risk for obesity.  If you define a generation too early, “you’re really looking at the way their parents are operating, not who they are,” says Robert Barnard, CEO of Toronto-based Decode, a company that provides data on youth. Still, he argues that the older end of any demographic tends to be an early influencer or indicator of a generation’s values. He also makes a distinction between broad “generational traits” and “life-stage traits” consistent across generations.

Entrepreneurship is also a big buzzword: in a world where full-time jobs and pensions are in decline, it’s a glossy way of saying Gen Z is on its own. According to the Sparks & Honey survey, this cohort places less value on higher education (64 per cent want advanced degrees, compared to 71 of Gen Y). In response, universities have replaced the emphasis on the now-dated corporate M.B.A. with “entrepreneurial hubs.” Technology is seen as the great generational divide here, but if there is a pan-generational leveler, paradoxically, it’s technology, and the fact we’re all equally hooked; adults are just addicted to older, in some cases obsolete, technologies.

The most active people on Facebook, Barnard notes, are 30- to 40-year-old women; their children use Slingshot or Tumblr. (Sparks & Honey noted Gen Z places greater value on privacy than Gen Y, because it chooses anonymous, ephemeral communication tools such as SnapChat, Secret and Whisper, although the bigger appeal of these technologies may just be that they’re newer.)

Generation-Z-5

They “don’t trust anyone over 30” mantra espoused by youth in the 1960s has gone full circle: now no one trusts anyone over 20.

Let me know what you think and good luck marketing to this illusive group.

For more information on the Canadian perspective on Generation Z click here

 

MARKETING WORKBOOKS FOR PUBLIC SECTOR & NON-PROFIT MARKETERS & COMMUNICATORS

Two workbooks ideal for marketers and communicators working for government departments/agencies, non-profit/volunteer organizations, associations and social enterprises who are responsible for:

  • Marketing programs, products, programs and/or services
  • Social marketing, community outreach and public education programs

Social Marketing Planning to Change Attitudes and Behaviours Workbook

This workbook provides users with an end-to-end planning tool that lays the groundwork for a successful social marketing program to change attitudes and behaviours. The content is the result of more than 30 years of direct experience in the social marketing arena.  It will assist public sector, non-profit organizations and associations involved in marketing, communications, public awareness/education and outreach.

To purchase workbook, go to https://cepsm.ca/product/social_marketing_workbook/

Order Now and You’ll receive a PDF download immediately!

 

Alternatively, you can register on our MARCOM Conference site to attend an upcoming Introduction to Social Marketing Planning for Behaviour Change Workshop where we offer the workbook as part of 1-day interactive workshop

 

Marketing 101 for Marketers and Non-Marketers Workbook

This workbook provides users with an end-to-end planning tool that lays the groundwork for developing a successful public sector or non-profit marketing program.

It also will provide you with an overview of public sector and non-profit marketing and highlight the importance of market research to support a decision-making framework.

To purchase workbook, go to https://cepsm.ca/product/marketing-101-for-marketers-and-non-marketers-workbook/

Order Now and you will receive a PDF download immediately!

 

Share

Marketers Need Communications and Communicators Need Marketing

 

From time to time, practitioners in the field of marketing and communications get into a debate about the differences between marketing and communications and more importantly, about which takes prominence in an organization. First, let’s look at terminology. In order to clarify things, the term communications is somewhat of a misnomer. The field of endeavour is actually called “public relations” but a number of years ago, public relations became somewhat pejorative and fell out of favour. As a result, public relations organizations, especially in government and the nonprofit sectors, started calling what they do “communications”. For the purposes of this article and because of this shift, the term communications will be used.

There’s always been some degree of tension and competition between communications and marketing practitioners, especially when it comes to questions about which discipline ought to be dominant or which contributed more to their organization’s well-being. They also compete for scarce internal resources and for public attention. Some organizations use only one of these disciplines. Others use both. The degree to which they use them, and the specific ways in which they use them varies from organization to organization based on their purpose, size, and history.

Introduction of Marketing into the Public and Nonprofit Sectors

The concept of marketing in the public and nonprofit sectors was a bit of a late-comer. Marketing, up until the early nineties, was mostly associated with business. However, public sector and nonprofit marketing has become, in recent years, a burgeoning field.

For more information, see Judith Madill’s article in OptimumMarketing in Government or Centre of Excellence for Public Sector Marketing (CEPSM) article in Optimum The Case for Marketing in the Public Sector. There are also textbooks on both nonprofit and public sector marketing e.g. Kotler and Lee’s book on Public Sector Marketing and Andreasen and Kotler‘s book on Strategic Nonprofit Marketing .

Marketing vs. Communications

If an organization is a public sector or nonprofit organization and sees its primary goal as serving the public, then communications tends to be the more dominant function because building relationships with its publics is its over-riding concern. Most public sector/nonprofit organizations have a communications group or team, involved in public information, community relations, media relations, issues management, community and public affairs and in recent years social media engagement.

On the other hand, if you are a for-profit organization and your focus is the generation of sales, communications tends to be of secondary importance and is normally conducted to support and enhance marketing efforts. In a small company, there might not be a separate and identifiable communications group at all. In a medium to large corporation, you definitely have a good size marketing group with a smaller communications function.

Marketing in a for-profit generates sales of goods and services and directly contributes to the company’s profitability while communications coordinates relationships with various publics in order to gain public acceptance and approval of the company’s activities, including its sales activities.

Many people – even marketing and communication pros – find it difficult to distinguish marketing from communications. Some actually think they’re basically the same thing. Others, especially in the public sector, think that marketing could be useful as an arm of government engaged in selling products and services or involved in social marketing for behaviour change, but do not see the value-added that marketing can bring to the strategic communications function.

Adding to the confusion is the emersion of social media. The revolutionary, user-generated content has softened the formerly strict boundaries between marketing and communications.

Despite the confusion, there are important differences between marketing and communications. The following is a helpful, albeit non-exhaustive, list.

  • Focus. In general, marketing focuses on selling products and services. In the public and nonprofit sectors, it is also used for revenue generation, behaviour change campaigns, selling ideas, programs, and policies, while communications tend to focus on building relationships with various publics.
  • Function. Both marketing and communications are management functions. The two serve different purposes; however, in the private sector, marketing is a line function that directly contributes to an organization’s bottom line. Communications, on the other hand, tends to be a staff function that indirectly supports an organization’s goals and objectives. While in the public and nonprofit sector, we have the exact opposite where marketing usually comes under the communications function, although not always.
  • Target. Marketing’s target tends to focus on the customer/client/end-user. Marketers strive to meet the needs of the customer demands while communications target a range of publics and goals that collectively support an organization’s objectives. Examples of these publics (or stakeholders) include customers/clients/members, the media, employees, suppliers, the community, political leaders and various associations/organizations depending on the topic area.
  • Carry-over benefits. Communications’ major focus is to contribute to organizational success by building and maintaining a positive social, and political environment. Studies show a target audiences’ favorable perception – shaped by positive, well-placed news coverage (likely generated by communications) – benefits and “lifts” an organization’s marketing strategy.

Both marketing and communications play substantive roles in accomplishing corporate goals and objectives. Savvy leaders should learn – and appropriately integrate – marketing and communications into their corporate strategies to better achieve organizational success.

The lines between marketing and communications blur through social media, it’s possible that the fields will continue to have more and more overlaps and similarities. Organizations are using their Twitter streams and Facebook pages to both market themselves and carefully craft consumer perceptions. While media releases and marketing campaigns still show the differences between the two subjects, the new shiny mediums are blending the two together, complementing each other and making organizations more efficient and effective.

 In a Forbes article practitioners were asked to distinguish marketing and communications. Here’s what some marketing and communications-area experts said http://heidicohen.com/marketing-versus-pr-whats-the-difference/

Marketing is more proactive while communications tends to be a bit more reactive. Communications kicks in if there is news to report, a public relations crisis, a community that needs outreach, or a new product/service/program to promote. Marketing can help create responses that communications can then respond to.

The purpose of communications is to build relationships with all stakeholders – not just current and potential customers.  Communications smoothes the way.  It creates a favorable operating climate in which it is easier to market, expand and be viable. As marketing guru Al Ries says, PR lights the fire, marketing fans the flames.

Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. Communications is the practice of managing the flow of information between an organization and its publics.

All forms of communication should be integrated together – and that includes how you answer the phone, sign off on your email, post to Twitter and Facebook, etc. Communication and marketing should involve all available tools. Service to the public should also be considered part of your overall communications and marketing because if it sucks, nothing else that you say matters.

Effective marketers constantly think from the customer’s / client’s viewpoint and constantly ask, ‘”What’s in it for them?” and then listen with respect to what they say. That’s especially true for public sector and nonprofit marketers i.e.why should someone support your government program or policy or your nonprofit with money or in-kind support or promote your message or buy your products and services?

The truth is, you can’t market without doing a little communication, and you can’t do communications without a little marketing. The end goals—selling products, services, programs, policies or ideas and making people love your organization—are too intertwined: If what you are marketing is poorly conceived, your organization probably won’t be viewed favorably by the public, and if people aren’t connecting with your overall brand, they’re probably not going to buy what you are selling.

Capture

Value of Marketing to the Communications Function

To be sure, marketing, when done properly, starts with the audience and works back to a message that will motivate action. The assumption is that if you want someone to take an action, like buying your product, service, idea, policy or program or changing behaviour you need to appeal to THEIR needs vs. your own. You’re trying to gain mind share with an audience absolutely overloaded with information. If you want to own real estate in their brain, you better make your message all about them.

Just as important, a good marketing campaign needs to incorporate messaging that deals with a competitive landscape, taking into consideration that your audience has choices. If you want to excel, differentiation – how you are different from the others – is critical and a key element of branding (for more information see my blog on branding).

One of the factors that leads to a disdain for the marketing function in a nonprofit or public sector organization is ignorance. “Our good work will sell itself” is one of the many delusional beliefs that inhibits nonprofit and public sector organizations from incorporating marketing into their communication function.

Public sector and nonprofit organizations can and should learn something from business. Many companies have started and failed because they believed their brilliance or product excellence would sell itself. It just isn’t true.

Every organization, no matter the sector, struggles with exactly the same things:

  • How to make people aware of their existence
  • How to make people aware of why they should care about their existence
  • How to get people to take action to achieve a goal or mission

In the nonprofit sector, these cannot be achieved by a communication strategy alone. You are competing for the attention of your audience amongst organizations with a similar cause or a different cause, and distractions caused by the challenges of every day life including but not limited to work, family, friends and hobbies.

Effective marketing principles will help you compete effectively for the attention you desire and deserve by helping you to:

  • Better understand the current position you hold within the minds of the audience(s) you want to reach
  • Craft a complete marketing communication strategy around the needs of those you want to pay attention and/or take action
  • Encourage sponsorship by appealing to the needs of those businesses that serve the same communities you do

There is a strong need to educate senior managers in the public and nonprofit sectors about the value and applicability of strategic marketing management principles. This requires recognition across all levels of management of the value of marketing, both in terms of the potential impact on the effectiveness and efficiency of programs, services and outreach campaigns, as well as the benefits to their audiences.

Within the public and nonprofit sectors, there is wide recognition of the role and value of the communications function and many organizations develop communications plans outside of a marketing framework. This can be explained by the lack of understanding by public sector and nonprofit organizations of the value marketing brings to the communications function. There is clearly an opportunity to broaden the communications function in these organizations to include a strategic marketing mandate thereby re-positioning it as an expanded role and stretching the impact of communications efforts.

Marketing can be used to achieve the vision of better informing and engaging audiences by viewing communications within a broader strategic marketing framework. It can help to drive results in program uptake, program impact and behavioural change. And it can save money by helping executives and program/service managers make informed decisions around investment in their communication resources.

Many in the public and nonprofit sectors identify marketing with selling products, programs or services, or promotion and advertising. Others see the value of social marketing to change attitudes and behaviours. It is true that marketing can assist in generating revenue within these sectors or succeed in changing behaviours, but it can also be a useful paradigm for improving relationships with clients and the publics with whom these sectors interact.

Marketing as a discipline can be beneficial to the public and nonprofit sectors for the following four reasons:

  1. Existing and potential clients are guaranteed to play a major role in developing and implementing a program/product/service;
  2. All program elements are focused on behaviour change instead of settling for awareness alone;
  3. Initiatives tailored to specific segments of the market as opposed to the general public ensure efficient use of limited resources; and,
  4. The application of 4 Ps (product, price, place & promotion) will always ensure that the campaign will move beyond just communications / promotion to being developed strategically for specific audiences.

As both the public and nonprofit sectors continue to try to meet the challenges associated with demands for better and improved service delivery as well as new services and programs with budgetary constraints, new and different models of management and their associated tools and tactics need to be considered to help both sectors deliver more quality, speed, efficiency, and convenience to their audiences. Marketing presents a comprehensive, integrated and innovative approach from which to manage communications resources. The time has come for leaders in both the public and nonprofit sectors to recognize and embrace the lexicon and practice of strategic marketing in their sectors.

Jim Mintz is the Managing Partner of the Centre of Excellence for Public Sector Marketing where he presently works with a number of public sector and nonprofit clients.

Coordinates:

Jim Mintz, Managing Partner / Senior Consultant

Centre of Excellence for Public Sector Marketing (www.CEPSM.ca)

Tel: 343-291-1131  Direct: 613-291-1137 Mobile: 613-298-4549

Let’s connect on Twitter @jimmintz  Linkedin  Facebook 

Centre of Excellence for Public Sector Marketing (CEPSM)

The Centre of Excellence for Public Sector Marketing (CEPSM) offers strategic marketing and communications consulting services developed specifically for governments, non-profits, and associations. CEPSM has an exceptionally strong core senior consulting team that is complemented by a world class network of associates and partner organizations.

Marketing Workshops Spring 2017

Marketing 101 (for Marketers and Non-Marketers)

March 29, 2017

343 Preston Street, Ottawa, ON,

This workshop will provide participants with an overview of public sector and non-profit marketing. The workshop will teach participants how to develop a marketing  strategy and plan as well as how to transform a government/nonprofit organizations from using the traditional communications approach to an integrated, strategic marketing approach.

The workshop will focus on:

  • An overview of marketing;
  • Systematic processes and strategic elements for developing and implementing an action-oriented strategic marketing plan;
  • How to set realistic, practical marketing objectives and goals;
  • How to evaluate marketing efforts with practical ideas on how to improve execution;
  • How to develop a client-based mindset in a public sector or non-profit organization;
  • How to use market research to support a decision-making framework;
  • How to develop a system for measuring progress and monitoring performance.

REGISTER NOW

 

Marketing workbooks for Public Sector & Non-Profit Marketers & Communicators

 

Social Marketing Planning to Change Attitudes and Behaviours Workbook

This workbook provides users with an end-to-end planning tool that lays the groundwork for a successful social marketing program to change attitudes and behaviours. This content is the result of more than 30 years of direct experience in the social marketing arena.  It helps public sector, non-profit organizations and associations involved in marketing, communications, public awareness/education and outreach.

It will be very relevant to those responsible for influencing attitudes and behaviours to improve health, prevent injuries and diseases, protect the environment, prepare citizens for emergencies, convince youth to stay in school, and a multitude of today’s critical issues.

The workbook guides users through the process for creating a customized social marketing plan for their organization that will lead to successful implementation. It also features ideas on how to run a campaign on a very tight budget and the effective use of a logic model to monitor and evaluate your organization’s social marketing initiative. Conference site

To purchase workbook go to https://cepsm.ca/product/social_marketing_workbook/

Order Now and You’ll receive a PDF download immediately!

 

Alternatively, you can register on our MARCOM Conference site to attend an upcoming Introduction to Social Marketing Planning for Behaviour Change Workshop where we offer the workbook as part of the course

Marketing 101 for Marketers and Non-Marketers Workbook

The world of public sector and nonprofit marketing is rapidly changing. Increasing demands are being placed on managers to adapt to their new environments. The public and nonprofit sectors are adopting marketing approaches to help meet the challenges of complex and difficult mandates and satisfying client needs in the face of significantly diminishing resources.

The need for highly-skilled public sector and nonprofit marketing professionals continues to escalate. These are the people who must effectively bring their organization’s products, services and messages to the marketplace and bring efficiency, rigorous analysis and inspiration to the marketing process. Marketing is proving to be an effective management tool for guiding the evolutionary business processes for government departments, public sector agencies, nonprofit organizations and associations.

This workbook will provide you with an overview of public sector and nonprofit marketing and highlight the importance of market research to support a decision-making framework. Included will be the exploration of the strategic elements of a marketing plan and how to transform organizations from using the traditional communications approach to an integrated, strategic marketing approach. We will also look at branding which is an integral component in designing the marketing mix.

To purchase workbook, go to https://cepsm.ca/product/marketing-101-for-marketers-and-non-marketers-workbook/

How Will I Receive the Marketing 101 for Marketers and Non-Marketers Workbook?

Order Now and you will receive a PDF download immediately!

Alternatively, you can register on our Training Page to attend an upcoming Marketing  101 Workshop where we offer the workbook as part of the course.

About the Author: Jim Mintz a marketing veteran with over 30 years of experience is the Managing Partner of the Centre of Excellence for Public Sector Marketing

 

 

 

Share